OKE STEPHEN OLARENWAJU PERFORMANCE OF … STEPHEN.pdf · the impact of leadership style on the...

OKE STEPHEN OLARENWAJU

THE IMPACT OF LEADERSHIP STYLE ON THE PERFORMANCE OF PUPLIC

ENTERPRISES (A CASE STUDY OF SOME SELECTED COMPANIES

IN WARRI DELTA STATE)

FACULTY OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT

AVER KELVIN .M

Digitally Signed by: Content manager’s Name

DN : CN = Webmaster’s name

O= University of Nigeria, Nsukka

OU = Innovation Centre

THE IMPACT OF LEADERSHIP STYLE ON THE PERFORMANCE OF PUPLIC ENTERPRISES

(A CASE STUDY OF SOME SELECTED COMPANIES IN WARRI DELTA STATE)

BY

OKE STEPHEN OLARENWAJU PG/ MBA/ 1999/ OP/0389

DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION

UNIVERSITY OF NIGERIA ENUGU CAMPUS

DECEMBER, 2001

APPROVAL

This research essay has been read and approved as meeting the

requirements for the Award of Masters Degree in Business Administration,

in the Faculty of Business Administration, University of Nigeria, Nsukka

Nigeria.

1) NAME DR. U. J. F. EWURUM. SIGNATURE: ------------------------ SUPERVISOR 2) NAME: DR. U. J. F. EWURUM. SIGNATURE: -------------------------------- HEAD OF DEPATMENT 3) NAME: SIGNATURE: --------------------------------- EXTERNAL EXAMINER

DEDICATION

This research project is dedicated to God Almighty

ACKNOWLEDGMENT Carrying out a research of this nature is very tasking. However, l received

tremendous support guidance and assistance from God and some people. I

thank my erudite supervisor, Dr. U. J. F Ewurum who scrutinized this work and

made corrections.

I also give kudos to my wife Mrs. Olarenwaju Oke for her enthusiasm and

encouragement in helping me to achieve this.

I found a good friend in Marshall Annonyeh who is ever ready to help, support,

bring out ideas and make convincing critical analysis.

My children, friends and course mates are motivating factors that gives me love

and kindle my inspiration.

To God almighty in whom I am well pleased, I dedicate my life to him, and give

my thanks and adoration.

Olarenwaju S. Oke

PREFACE

This research work is organized into Five Chapter comprises sub – titles.

Chapter one is the introductory aspect of the project and it contains background

of the study, statement of problem, objective of the study, research hypothesis,

the significance of the study, the limitations of the study as well as definitions of

terms.

Chapter two is the review of related literature and it comprises the profile of

selected companies, under study, concept of leadership, managerial leadership

of task performance, managerial influence, qualities of the leadership and types

of leadership, determining appropriate leadership style, functions and

responsibilities of leadership and variables affecting leadership effectiveness.

Chapter three of this study centers on research procedures ang methods. It

specifies the rationale for carrying out the primary research. It consists of scope

of study, selection and collection of data, design and administration of

questionnaire, sample size determination, operational measures of variables and

data analysis techniques.

Chapter four contains the presentation, analysis of data as well as the testing of

hypothesis.

Chapter five is the summary of findings, conclusions, recommendations as well

as suggestion for further studies.

LIST OF TABLES

Tables

i. Distribution return rates of questionnaire ……………… 41

ii. Freedom to subordinates work …………………………….. 42

iii. Team members freedom to use judgment …………….. 42

iv. A high degree of initiative ……………………………………. 42

v. Encouragement to beet records …………………………… 43

vi. Reluctance to allow staff freedom ………………………… 44

vii. Leaders‟ anardy ………………………………………………….. 44

viii. Boss acts without consulting team ………………………… 44

ix. Idiographic leadership style ………………………………….. 45

x. Homothetic leadership style …………………………………… 46

xi. Performance rate of organization …………………………… 47

xii. Laissez – faire leadership style ………………………………. 47

xiii. Situational leadership style ……………………………………. 48

xiv. Influence of leadership style on staff ……………………… 49

xv. Determination of chi – square ……………………………….. 50

xvi Determination of chi – square values ……………………… 51

xvii. Determination of chi – square values ……………………… 52

TABLE OF CONTENTS

Title ……………………………………………………………………… ii

Certification …………………………………………………………….. iii

Dedication ……………………………………………………………….. iv

Acknowledgments:…………………………………………………….. v.

Abstract:…………………………………………………………………. Vi

List of tables:……………………………………………………………... vii

Table of contents:…………….………………………………………….. viii

CHAPTER ONE

INTRUCTION

1.1 Background of the study …………………………………… 1-3

1.2 Statement of the problem …………………………………. 3-4

1.3 Objectives of the problem ………………………………….. 4

1.4 Research Hypotheses ………………………………………… 4

1.5 The significance of the study ……………………………… 5

1.6 Limitations of the study ……………………………………… 5

1.7 Definition of terms …………………………………………….. 6

CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Profile pf Aranla industries (Nig.) Ltd …………………… 7-8

2.1.2 profile of Warri Refinery and Petrochemicals company Ltd.

(WRPC) Warri ……………………………………………………. 8-9

2.1.3 Profile of Shell Petroleum Development Company of

Nigeria Limited (SPDC) ……………………………………….. 9-11

2.1.4 Profile of Cakasa (Nig) Co. Ltd ……………………………… 11-12

2.1.5 Profile of Elf (Nig) Plc ………………………………………….. 12-13

2.2 Concept of leadership ………………………………… ……… 13-14

2.3 Managerial leadership of task performance…………….. 14-15

2.4 Managerial Influence …………………………………………… 15-16

2.5 Qualities of the leader and style …………………………… 16-19

2.6 Determining appropriate leadership style ………………. 19-26

2.7 Functions and responsibilities of leadership ……………. 24-26

2.8 Variable affecting leadership effectiveness ……………… 26-27

Summary of review of related literature …………………. 27-28

References ………………………………………………………….. 29-31

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Scope of the study ……………………………………………… 32

3.2 Selection and Collection of Data …………………………… 32-33

3.2.1 Design and administration of Questionnaire …………… 33

3.2.2 The population of the study …………………………………. 33

3.2.3 Sample size determination ……………………………………. 34

3.4 Operational measure of variables ………………………….. 36

3.5 Data Analysis Techniques …………………………………….. 36

3.6 The limitation of the study ……………………………………. 37-38

References …………………………………………………………... 39

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary of major findings ………………………………… 54-56

5.2 Conclusion ………………………………………………………… 56-57

5.3 Recommendations ……………………………………………… 57-58

5.4 Suggestions for further studies ……………………………. 58

Bibliography

Appendixes

CHAPTER ONE

INTRODUCTION

11 BACKGROUND OF THE STUDY:

Leadership is not as simple as many assume, it has been the subject of

extended discussions, research and argument for many years. Moreover, the

motive connotations of the world have brought it into some disrepute in a society

of increasingly egalitarian and anti – militaristic values. The process of

influencing the behaviour of others in varying degree and by various means exist

today. As it always has. Leadership generates changed expectations about

participation, consultation and representation among those with whom the

manager has to work. The manager‟s means of influencing the behaviour of

others must alter correspondingly.

Is it possible to change a person‟s style of leadership? Surely, leaders are born

and not made. There are no „Yes‟ or „No‟ answers. If there is an answer, it is that

it all depends on the circumstances and on the individual. Certainly, for many

people, changing their behaviour is difficult, and in some cases it is possible.

Only small modification in an individual‟s sensitivity to others, his ability to

communicate his receptiveness to the ideals of others, may be possible.

One important issue to be considered is that different styles are as seen as

variously good or bad. While it may generally be true that in the present day a

consultative, democratic, problem-solving style may be more effective than a

straight autocratic command in dealing with subordinates, this has to be qualified

by saying that much depends on the nature of the situation and the task which

requires leadership. It is obvious that to some extent the nature of the situation

influences the way in which people expect to be led. In an emergency situation,

or in one where there is little doubt about who has the expertise to deal with the

problem, a consultative approach might be regarded as incompetent and timid.

Leadership is virtually important at all levels within the company, from the top

management level to the shop floor. Leadership is the moral and intellectual

ability to lead employees towards the attainment of organization goals. The most

important thing the leader does is to create team spirit around him and near him

in realistic terms of mature adults.

The changing nature of business organization coupled with advances in social

democracy, have combined to place growing importance on leadership. The

nature of management is moving away from an emphasis on getting results by

the close control of the workforce and towards an environment of watching,

support and empowerment.

The problem of man management begins, as Brown (1960:10) points out when

the work available cannot be done by skills and resources of an individual

working by himself.

At this stage, the vital question of who tells whom what to do and when, begin to

arise. Who pays whom for what and makes decisions regarding the use of

resources? A question of equal importance is how are these decisions made

and what is the effectiveness of the methods used? These are problems that

affect every manager, and the larger the enterprise, the more complex they

become.

Pelz (1969:90) indicates that although managers spend a considerable period of

time with subordinates, it only accounts for 26 percent of the total time they

spend in interaction with other people at work. A considerable number of

managerial interactions are neither up nor down in direction, but lateral. This

trend will undoubtedly continue with the increase in managers with specialist

skills.

1.2 STATEMENT OF THE PROBLEM

Leaders are faced with ubiquitous constraints that often affect the attainment of

their organization‟s goals and objectives especially the problem that has to do

with the leadership style that would influence positively the behaviour of their

subordinates.

The following research question are therefore imperative to find answers to as far

as the study of leadership styles is concerned on the companies selected (Aranla

Industries, Cakasa (Nig.) Company Limited, Shell Petroleum Development Co.

Ltd. Warri refining and Petrochemical Co. Ltd., and Elf Marketing Nig. Ltd.)

1) What is the importance of leadership in work organizations?

2) What are the variables that determine effective managerial leadership?

3) What are the different styles of leadership a manager can adopt to realize

his goals and objectives?

4) What are the key functions and responsibilities of leadership; and

5) What are main traits or qualities of leadership?

1.3 OBJECTIVES OF STUDY

This research work in the main, intends to:

1) Appraise the effectives of different leadership styles on the performance of

public enterprise in selected companies in Warri.

2) Identify various problems militating against the leaders in the course of

performing their duties.

3) Identify different leadership styles adopted by leaders in the course of

attaining the objective and goals set forth by the companies; and

4) Examine success or failure of the leadership styles already adopted by the

managers.

1.4 RESEARCH HYPOTHESES

In the course of carrying out this research work, three hypothesis were put forth

for test;

In their null form, they are:

HO1: Leadership style of management does not have any significance

relationship with the positive performance of organization.

HO2: Leader‟s behaviour in organization does not affect

subordinates‟ job performance and satisfaction.

HO3: Situational leadership style does not have any significant relationship with

the attainment of organizational goals and objective.

1.5 THE SIGNIFICANCE OF THE STUDY

This research work seeks to x-ray the impact of various leadership styles on the

performance of public enterprises.

The findings and recommendations will be of immense benefits to the companies

studied, the academia as well as the general public. The management of various

companies will find worthy and use same to improve upon the performance of the

outfits.

The academia would use the findings and recommendations as basis for further

studies while the general public, as stakeholders, in the companies could use the

findings to assess the performance of the organizations.

1.6 THE LIMITATIONS OF THE STUDY

This research work is limited by certain factors and some of these factors

include:

1) Dearth of time to carry out in-depth survey due to time given for

submission of the project.

2) Inability to retrieve all the administered questionnaires from the

respondents; and

3) The topic itself poses limitation, as some of the leaders of the companies

studied felt reluctant to divulge necessary and useful information on how

they lead and carry along their subordinates in the process of achieving

the goals and objective of the organization.

1.7 THE DEFINITION OF TERMS

1. LEADERSHIP:- Process of influencing subordinates to perform their

tasks.

2. SUBORDINATES:- Officers of officials reporting to a boss or manager or

leader.

3. LEADERSHIP BEHAVIOUR:- The conduct of a leader or

manager.

4. LEADERSHIP EFFECTIVENESS:- The ability of a leader/manager to

achieve his stated goals and objectives.

5. LEADERSHIP STYLES:- Methods or techniques of leading

workers in organization.

6. LEADERSHIP RESPONSIBILITIES:- Tasks expected of a

leader or manager.

CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 PROFILE OF ARANLA INDUSTRIES (NIG.) LIMITED, WARRI

Aranla Publication (1994:1) says that the company was incorporated as a limited

liability company in 1982, but commenced full operations in 1984. Aranla

Industries has been renowned for precision and quality of appearance of its

spare parts. The mission of Aranla Industries is to supply in customers, products

of highest technological quality at competitive prices and on delivery schedules

which often-real value for money.

Aranla Industries designs and manufactures quality and reliability into its

products; John Crane mechanical shaft seals, gears, general parts – shafts,

sleeves, pistons, rings, etc., and equipment fabrication. The company offers

customized and general services in design, installation, maintenance, and repair

of the products to the full satisfaction of its customers.

Among Aranla customers are petroleum refineries, pipeline companies,

breweries, cement factories, rubber crumb factories, glass factories as well

assmaller enterprises. Aranla Industries Limited believes that:

a) Providing full customer satisfaction is the way to life;

b) Commitment to technological excellence is the basis for current success

and future growth;

c) Internationally competitive pricing rather than tariff protection is the

guarantor of universal acceptability of the company‟s products;

d) Development of the full potential and well being of our human resources in

the company‟s is the company‟s highest responsibility; and

e) Good corporate citizenship, fosters good environment and social climate

for business.

2.1.2 PROFILE OF WARRI REFINING AND PETROCHEMICALS COMPANY

LIMITED (WRPC), EKPAN-WARRI

According to WRPC News (1995:3) the Warri Refining and Petrochemical

Company Limited is one of the twelve subsidiary companies of the Nigerian

National Petroleum Corporation (NNPC) created in March 1988, in the wake of

commercialization of the NNPC. The company was fully incorporated as a

private limited liability company on 3rd November 1988 and commenced full

operations in January 1989 following the appointment and inauguration of its

Board of Directors in December 1988.

Kalejaiye (2000:1) remarks that the company was found from the merger of the

old NNPC Refinery, Warri and the new Petrochemicals plants at Ekpan,

comprising polypropylene and the carbon black plants. The company, WRPC,

was established to process crude oil into finished products for domestic

consumption and for exportation to earn foreign exchange for the company.

WRPC mission statement is “to effectively and profitably process crude oil

petroleum products, manufacture and market petrochemicals products while

exploiting new business opportunities”.

Major products from the company include:-

a) Products from the Refinery plants – 125,000 barrels/day

(i) Liquefied Petroleum gas (LPG) used for cooking

(ii) Premium Motor Spirit (PMS) – Petrol

(iii) Dual Purpose Kerosene (DPK) – household kerosene

(iv) Aviation Fuel Jet AI – for Aircraft

(v) Automotive Gas Oil (AGO) – diesel

(vi) Low Pour Fuel Oil (LPFO) and High Pour Fuel Oil (HPFO) – black oil used

mainly in industries for heat and steam generation as well as in sea going

vessels.

b) Petrochemicals plant products – 35,000 metric tonne per year

(i) Polypropylene pellets (both homopolymer and copolymer used for film,

fibre such as for woven sacks, mats, upholstery, blankets, household

goods (bottles, crates, furniture etc).

(ii) The carbon black plants with installed capacity of 18,000 metric tones of

carbon black per year produces carbon blacks for manufacture of tyres,

printer ink, hoses, gaskets, fan belt, foot wears etc.

2.1.3 PROFILE OF SHELL PETROLEUM DEVELOPMENT COMPANY OF

NIGERIA LIMITED (SPDC)

The SPDC was incorporated as a pioneer oil company in November, 1938 in

Nigeria and started operations under the name Shell D‟Arey (Nigerian Oil

Directory 1989:95).

The company initially operated from its base at Owerri in Imo State, from where it

carried out various challenges as no oil had been discovered in any part of west

Africa. The search originally covered the whole of Nigeria but this was narrowed

down to 103,600 square kilometers around the Niger Delta Basin.

Early exploration activities were interrupted by the World War II, but exploration

resumed in 1946. Following an extensive seismic and geological

reconnaissance, the company drilled the first exploration well in 1951 at Ihuo,

16km north east of its base in Owerri. The well was 3,422 metres deep, but it did

not encounter any one.

In January 1956, the company met with success discovering oil at Oloibiri,

Bayelsa State. This was soon followed by another oil discovery at Afam in

Rivers State towards the end of the same year. This tremendous achievement

after persisting in the search for nearly 20 years was put to Nigeria on the world

scene as an oil producer, and with later discoveries, a major oil exporter.

In April 1973, the Federal Government acquired 35% participation in the leases

of Shell – BP. This was increased to 55% on April 1, 1974, during which the

government nominated the Nigerian National Oil Corporation (NNOC) to

represent it in the joint venture. The NNOC was integrated with the Nigerian

National Petroleum Corporation (NNPC) on April 1, 1977.

In line with the Nigerian enterprise Promotion Decree, the federal Government

further increased its participation to 60%, with effect from July 1, 1979, the

company‟s changer of name to “The Shell Petroleum Development Company of

Nigeria Limited‟, the name by which it is now known, came after the BP shares in

the joint venture had been acquired by the Nigerian Government. At present, the

company is jointly owned by NNPC, Shell, Elf and Agip.

2.1.4 PROFILE OF CAKASA (NIGERIA) COMPANY LIMITED

Cakasa Staff Handbook (1997:2) opines that Cakasa (Nig.) Co. Ltd. Is a wholly

indigenous company. It was incorporated in 1974 but commenced operations in

1979 from a small trading outfit in its early years, Cakasa has grown into a

reputable medium size engineering services company, providing technical know-

how to the oil and oil-related sectors of the economy – both upstream and

downstream.

Cakasa is committed to being a leading, market driven and profitable

engineering, procurement and construction company providing premier technical

and management services with the highest professional safety standards to the

petroleum and non-petroleum based industries in Nigeria, ECOWAS and Africa

sub-region.

Cakasa other major activity includes local representation of reputable foreign

firms, whose products are mostly used in the oil, gas, petrochemicals and

chemicals process industries. They include VOP Inc., U.S.A.; Petroleum India

International Ltd., India; Smith Meter Inc., U.S.A. BWIP international BV, France;

Dresser-Rand, France; Rotork, U.K.; OPW Engineered Systems, The

Netherlands; Spirax Sarco, U.K.; DMT Corporation, U.S.A.; Crosby Valves, U.K.;

among others. Cakasa‟s relationship with these foreign companies is by

agency/distributorship agreements, which require it to find market for the

manufacturers‟ products in Nigeria, backed up with the necessary technical

services, which are performed by the team of efficient and highly qualified

professional staff.

The company has its head office in Lagos with branches at Port Harcourt, Warri,

Kaduna, Eket, Laos and Abuja with subsidiaries Casche Nig. Company Limited

and ASMACO Limited. Cakasa has a dream of becoming a business giant

whose activities would place it on the world‟s famous manufacturing/service

companies.

2.1.5 PROFILE OF ELF MARKETING (NIGERIA) PLC

Elf Marketing (Nig.) Plc, according to Nigerian Oil Directory (1989:99) was

incorporated in November 1981 and began its operations in 1983.

At the beginning of its marketing operations, the company created four district

offices of effective distribution of its products. They comprise Western district,

with its headquarters in Lagos and area offices in Ibadan and Ilorin; Eastern

district has its headquarters in Lagos and area offices in Ibadan and Ilorin;

Eastern district has its headquarters in Port Harcourt and area offices in Enugu

and Aba; Warri serves as the headquarters of the mid-western district with area

offices in Benin and Ondo, while Kaduna serves as the headquarters of the

northern district with an area office in kano. To sustain its planned growth, the

company has continued to introduce high caliber personnel in district and area

offices.

Elf Marketing is gradually penetrating the industrial sector and at the same time

building a network of wholly owned and agency retail outlets and like its parent

company, Elf Aquitaine of France, which is internationally reputed for its efficient

production and sales. Elf marketing‟s aim is to sell high quality lubricants to its

Nigerian customers in order to improve the performance of engines and

machines throughout the country.

2.2 CONCEPT OF LEADERSHIP

Leadership is not as simple as many assume; it has been the subject of

extended discussions, research and argument for many years. Thus, there are

many ways of looking at leadership, as Mullins (1982:263) puts it. Leadership

might be interpreted in simple terms, such as „to follow‟ or getting people to do

things willingly; or interpreted as the use of authority in decision making.

Ejiogu (1985:47) says leadership may be defined as the process of persuading

other people to jointly seek to achieve defined objectives enthusiastically. In

other words, by leadership, we mean the act of uniting and stimulating followers

towards the achievement of particular objectives in particular situations.

Shartle (1957:235-236) provides a comprehensive list of definitions of a leder. In

his view, a leader can be:

an individual who exercises positive influence on others;

an individual who exercises more important positive influence – acts

than any other member of the group;

an individual who exercises most influence in goal setting and goal

achievement of the group or organization;

an individual elected or appointed to be a leader;

an individual in a given office or position of apparently high influence

potential.

A leader is thus that individual who by virtue of his/her formal and informal power,

authority and influence, directs and controls other people in the pursuit of

common goals.

Besides, each individual in any organization has needs. Cribbin (1972), for

example, provides a long range of needs among which are the need to be

different, the need for attention and approval, the need to belong, to participate

and to contribute. Argyris (1957) maintains that there is a lack of congruency

between these needs of healthy employees and the demands and expectations

of formal organizations. There is thus a dire need in all organizations for

effective leadership that would fuse the individual and organization in such a way

that both simultaneously obtain optimum self-actualization.

Albanese (1978:372) reinforces this view by emphasizing that “organizations

require leadership in order to tap the potential gain from raising adequate to

superior job performance in order to cope with changing internal and external

environments and in order to provide productive and satisfying work

environment”.

2.3 MANAGERIAL LEADERSHIP OF TASK PERFORMANCE

Fiedler (1969) has sought to outline the conditions under which manager should

adopt different styles. He argues that the type of leadership style used must

depend upon:

i) the quality of the relationship between the manager and his team

members;

ii) the extent to which the task is highly structured;

iii) the power and authority of the manager‟s position.

Fiedler posits that different leadership behaviours are appropriate in different

situations according to the relationship of the factors above. He further argues

that a manager can afford a controlling and structural form of leadership when

the relationship between him and his team are sound, the task is saturated, and

his positional power is strong. However, when the position is weak, the task

unsaturated and leader/member relations are good, then a more permissive,

passive, considerate form of leadership is appropriate.

The analysis so far indicates that a manager:-

a) Must know how to assess his work behaviour and adjust his use of

time towards critical factors associated with performance.

b) Develop skills in establishing personal and inter-personal objectives

with colleagues and sub-ordinates defined in terms of output criteria.

c) Adopt a form of managerial leadership that is appropriate to the

situation, so that he facilitates conditions within which others can work

with him to achieve the goals set.

2.4 MANAGERIAL INFLUENCE

The manager is a major factor influencing organization behaviour. However, he

is subject t forces, which substantially influence the way he manages. No

manager has a free hand; each works within a set of constraints in which he

must make the best of his opportunities. Fiedler (1969) suggests that there are

three major factors, which enables us to identify the type of manager required for

any particular situation.

The first factor is the personal relationship between the leader and the group

members; this covers such things as the feelings of sub-ordinates towards the

leader and the extent to which they work for or against him. The second factor is

the nature of the task; different kinds tasks require different kinds of leadership.

For instance, the leadership required to manage a football team is different from

that required to manage a factory, a school, or a research department.

Developing a new product or a new policy is a different problem and requires

different skills from a more highly structured task such as controlling an airplane.

As the task changes, so must that nature of leadership.

The third factor is the power inherent in the leader‟s position. This refers not to

the personality of the leader, but the power he derives from his position in the

organization. This power, or authority as it really is, relates to the rules of the

organization that allows a manager to hire, fire or reward people.

2.5 QUALITIES OF THE LEADER AND TYPES OF LEADERSHIP

Adesina (1981:74-75) opines that a firm agreement on what the qualities of the

leader are does not exist. There is a consensus; however, that leadership should

revolve around what a person is as well as what a person does. In defining the

qualities of the leader, attention should be given to what he does than to what he

is. Qualities of leadership can be categorized under two major headings –

tangible and intangible. The tangible qualities are more obvious and quite easy

to evaluate. They generally have to do with acquired skills, demonstrated or

demonstrable techniques and other cognitive qualifications.

Good tangible qualities are not sufficient to make good institutional leaders.

Successful leadership has more often than not resulted from an effective

interplay of tangible qualities. Intangible qualities are less obvious and usually

take a long to grasp. They have to do with precepts of human beings and the

leader‟s general understanding and interpretation of life. They also have to do

with certain attributes some of which cannot be easily acquired even through

persistent reading and study. For example, an intangible quality is the leader‟s

imagination. This implies ability to think productively in the process of which new

ideas come to mind. Not all leaders are imaginative. Other intangible qualities

are the leader‟s love, consideration for others, progressiveness, motivation

techniques, respect for subordinates, good intentions, etc.

The most tangible qualities are: leader must believe in his own potentialities; he

must expect and accept risks and failures and he must be able to defend his

action and protect the interest of his subordinates. By so doing, he instills in his

followers, respect for himself and some sense of communion.

In general, theories of leadership have come under four major headings –

authoritarian, democratic, group-centered, and laissez-faire. The authoritarian

leader argues that the end justifies the means and supports the mechanistic

interpretation of leadership. Adesina (1981:76) further says that such a leader

treats members of the group on the system as if they were machines, with no

consideration for their basic human problems and needs. The authoritarian

leader is feared but not respected. Sometimes he gets things done fast but the

group is used only to keep the leader in power and to ensure that continues to

operate in accordance with his wishes. The main characteristics of the

authoritarian leader are ruthlessness, selfishness, wickedness, greed, love of

power, and the desire to be flattered. It must be pointed out however, that not all

leaders with authoritarian overtones yield negative results. Hence, some people

speak of „benevolent‟ dictatorship. In this instance, the leader himself

establishes what is best for the group and strives to ensure that these are

attained. He demonstrates good intentions and carries them out in the interest of

the group; but he despises the group‟s contributions and appeals to them to

entrust their destinies in his hands.

The second type of leadership is democratic or participatory leadership. It is a

great shift from the mechanistic interpretation of leadership to an organic

principle of leadership interpretation. Democratic leadership argues that the

group is greater than the sum of its parts. The leader takes note of his society,

nature and man and ensures that the needs of these are taken into consideration

in decision-making process. Leadership functions within the group are

decentralized and delegated. The leader assumes the role of a coordinator and

an organizer of the several components of the system.

The group-centered leader is the one who has shifted the responsibility of

leadership from himself to the group. He is very often difficult to identify in the

group. He is the disappearing leader who depends on the group for initiatives

and solutions. He identifies himself with the group and argues that he is a

member of the group to think with the members and not for them or about them.

Under this system, everybody seems to be a leader and in crisis situations the

system normally collapses.

The laissez-faire and laissez-passer approach to leadership implies that things

should be left to sort themselves out. The leader hates crisis situations. He tries

to satisfy everybody in the system. He is indifferent on certain critical issues as

long as his indifference would keep the team together and keep the boat moving.

He is too anxious about the unity of the group and the need not to upset the

apple cart. He prefers to solve problems by himself rather than risk opposition

and debates on them from the group. He prefers to hold individual meetings with

members of the group to seek support on issues and ensure support this way

rather than open the whole subject for discussion.

2.6 DETERMINING APPROPRIATE LEADERSHIP STYLE

Ejiogu (1985:48) is of the view that leadership styles vary according to

individuals, the nature of the followers, as well as the nature of the organization

itself.

There are possible and negative leaders; autocratic leaders; participative leaders

and free-rein leaders. There are of course, benevolent autocrats; employee-

oriented leaders; and task-oriented leaders. Every leadership style can be

viewed in terms of two behaviours;

a) Task Behaviour or the extent to which a leader provides direction for

people; telling them what to do, when to do it, where to do it and how

to do it. It means setting goals for them and defining their roles

(initiating structure).

b) Fleishman and Harris (1969) view Relationship Behaviour as the

extent to which a leader engages in a two-way communication with

people; providing warmth and support, encouragement, “psychological

strokes” and facilitating behaviours. It means actively listening to

people and supporting their efforts (consideration).

Under listed is a list of statements that would best describe the two leadership

behaviour as identified by Stogdill and Coons (1957)

(i) Initiating Structure (Task Behaviour

(a) The leader schedules the work to be done.

(b) He maintains definite standard of performance.

(c) He emphasizes the meeting of deadlines.

(d) He encourages the use of uniform procedures.

(e) He lets the group know what is expected of them.

(f) He sees to it that the work of the group is co-ordinated.

(g) He encourages overtime work.

(h) He offers new approaches to problems.

(ii) Consideration (Relationship Behaviour)

(a) He does personal favours for group members.

(b) He explains his actions always.

(c) He backs up members of the group.

(d) he consults with members of the group.

(e) He treats members of the group as his equals.

(f) He is friendly and approachable.

(g) He does not demand too much from his works.

(h) He accepts suggestions changes.

As these statements show, whereas consideration refers to managerial

behaviours that are indicative of trust, friendship, respect and warmth in the

relationship between the leader and the follower, Initiating Structure refers to

behaviours that are geared to organization‟s corporate demands with goal

achievement as its focus, constantly stressing the formal and impersonal aspects

of duties so as to achieve such organizational goals.

Which of these leadership behaviours would be more conducive to effective job

performance by employees? In a study by House, Filley and Kerr (1969), it was

reported that:

(a) subordinates‟ satisfaction was positively related to consideration; and

(b) those leaders who were high on initiating structure were found to be highly

rated by their superiors. Nothing was said about how it affects subordinates.

In an earlier study by Fleishman and Harris (1969), it was revealed that leaders

who were high on consideration had work-groups displaying inter-group harmony

as well as low turnover and grievance rates. However, Hemphill (1949) in a

much earlier study of chairmen of liberal arts College departments concluded that

chairmen with good reputation as administrators were those who were high on

both consideration and initiating structure, a finding confirmed by Ejiogu (1985) in

a similar study in Nigeria. It should be noted that there is no conclusive evidence

to support one leadership style in favour of the other.

Perhaps, Fiedler‟s contingency theory (1967) resolves the dilemma. Having

identified two types of leadership styles (human relations and task-directed),

Fiedler defines three variables in any situation that would make it favourable or

unfavourable for the leader. The three variables are the nature of the leader‟s

relationship with his group members, the task structure and the power position.

He defines the task structure in four operational terms; decision variability; goal

clarity, goal path multiplicity, and solution specificity. A structured task is

therefore that in which the goal is clear, in which there is a single path to the goal

and only one correct solution and which the decision can be easily verified by

appeal to authority by logical processes and by feed-back.

Power position is the degree to which the position itself enables the leader to get

his followers to comply with his wishes and to accept his leadership. Power may

be distinguished in legitimate power (authority), reward power, sapiential power,

and coercive power. The leader‟s relationship with his group members is

determined by the nature and degree of acceptance and loyalty, which he is able

to win from the followers. Situations are favourable when the three variables of

task structures power position and leaders‟ relationship with the group are

positive. In other words, a very favourable situation is one in which the task is

very much structured, the leader‟s power position is strong and the leader-

member relations are cordial. Thus, Fiedler (1967) concludes that under very

favourable and very unfavourable situations, the task-directed or hard-nosed type

of leader is most effective. When the situation is a bit favourable or

unfavourable, the human relations or cement type of leader may be most

effective.

From the Fiedler‟s findings one may reasonably argue that the lenient type of

leadership is not after all always the most effective style of leadership. Thus,

Fiedler‟s findings seem to avoid a polarized “either-or-model”. A wide range of

leadership behaviour would therefore, be permissible according to the realities of

the solution in which the leader operates, an idea muted also by Knickerbockers

(1961) when he opined that functional leadership places emphasis not on

particular kinds of leadership behaviour but upon the circumstances under which

groups of people interact.

It is crystal clear that there does not seem to be one best way to lead towards

better performance and productivity. Ejiogu (1985:51) says that the success of

any style, whether autocratic, democratic, or laissez-faire; whether task-oriented

or people oriented (Black and Mouton, 1964) depends on the three variables

enumerated by Fiedler. At different times, and with different groups, a particular

leader may choose to be either directive, benevolent, negotiative, consultative,

participative or delegative, it all depends.

For example, Ejiogu (1983:239-247) embarked on a study to test the effect of

participative versus autocratic management styles, with and without financial

incentives, on the productivity and morale of Nigerian construction workers. The

study revealed as follows:

(a) Among the building construction artisans sub-group of the sample, cash

bonus served as the best inventive towards productivity, especially when such

bonus were made contingent upon performance; and

(b) In the work groups that practiced participative management but received

no cash bonuses, it was observed that worker‟s morale was good and they are

appeared to get along well with their supervisors, but their productivity was low.

Therefore, we can reasonably argue that participative management can be

misapplied, especially when employees are not eager for it, to the extent that it

becomes dysfunctional. In such circumstances, participative management may

at best generate at the onset superficial popularity for the manager or superior

among the employees.

2.7 FUNCTIONS AND RESPONSIBILITIESM OF LEADERSHIP

Krech et. al. (1962) summarize the functions and responsibilities of a leader in an

organization as follows:

(a) The leader as executive – top coordinator of the group activities in the

execution of policies.

(b) The leader as planner – deciding the ways and means by which

organization achieves its ends. This may involve both short-term and

long-term setting of goals.

(c) The leader as policy maker – the establishment of group goals and their

accomplishment is carried out by the leader.

(d) The leader as expert – someone who possesses the skills and expertise

to handle problems affecting to the organization.

(e) The leader as external group representative – the official spokes-person

for the group, the representative of the group and the channel for both

outgoing and in-coming communications.

(f) The leader as controller of internal relations coordinates all the workforce

in the group.

(g) The leader as purveyor of rewards and punishment – he has the power to

reward deserving staff as well as punish culprits that do not abide by the

norms of the organization.

(h) The leader as arbitrator and mediator – controls inter-personal relationship

of the group. He arbitrates and mediates in the disputes that may arise

amongst his subordinates or work-mates.

(i) The leader as exemplar – a model of behaviour for members of the group.

He provides an example of what is expected.

(j) The leader as symbol of the group – enhancing group unity, possessing

cognitive focus and establishing group cohesion.

(k) The leader as substitute for individual responsibility – relieves the

members of the group from the necessity of, and responsibility for taking

some decisions on his behalf. In crux, he claims responsibility on how the

organization is being run.

(l) The leader as ideologist – serving as the source of beliefs, values, and

behavioural pattern of the group.

(m) The leader serves as a father figure – he acts as the head of the group

and every member of the group is responsible to him.

(n) The leader as scapegoat – serving as a target for aggression and

molestation in the group, accepting blame in the case of failure.

It is important to note that leadership resides in the functions and not in a

particular person. The various function of leadership can be shared among

members of the group. If a member provides a particular function, which is

relevant to the activities of the group and accepted by group members, then in

those circumstances this could become a leadership function.

2.8 VARIABLES AFFECTING LEADERSHIP EFFECTIVENESS

Rodrigues (1988:43-46) says that there is no one „best‟ style of leadership, which

will result in the maintenance of morale among group members and high work

performance. Three main aspects to be considered in determining the most

appropriate style of leadership are the manager, the group and the work

environment. However, there are many variables which underline the

effectiveness of leadership in work organizations, more specifically, these include

the following:

(a) The characteristics of the manager, personality, attitudes, abilities value

system; and the personal credibility of the manager;

(b) The type of power of the manager and the basis of the leadership relation;

(c) The characteristics of the subordinates; their needs and expectation;

attitudes; knowledge, confidence and experience; and their motivation and

commitment;

(d) The relationship between the manager and the group, and among

members of the group;

(e) The type and nature of the organization, and different stages in the

development of the organization;

(f) The nature of the tasks to be achieved, the extent to which structured or

routine, the technology and methods of work organization;

(g) Organization structure and systems of management;

(h) The type of problem and the nature of the managers‟ decisions;

(j) The social structure and culture of the organization; and

(k) The influence of national culture.

SUMMARY OF THE REVIEW OF THE RELATED LITERATURE

In this chapter, profiles of the companies studied were dealt with concisely.

Concept of leadership was treated alongside the various definitions of the term

leadership. Further, attempt was made at the discussion of managerial

leadership of task performance as postulated by Fiedler (1969); managerial

influence, qualities of the leader and types of leadership; determination of

appropriate leadership style etc.

Apart from the above, a detailed functions and responsibilities of leadership; and

variables affecting leadership effectiveness were discussed.

REFERENCES

Adesina, S. (1981): Some aspects of School Management. Ibadan: Board

Publications Ltd.

Albanese, R. (1978): Managing Towards Accountability For Performance:

Homewood Illinois: Richard D. Irwin, Inc.

Aranla Publications (1994): Catalogue for customers, June, Second Edition.

Argvris, C. (1957): Personality and Organization – the conflict between system

and the individuals: New York:Harper and Row Ltd.

Cakasa Publications (1997): Staff Handbook, October.

Cribbin, J. (1972): Effective Managerial Leadership. New York: American

Management Association, Inc.

Ejiogu, A.M. (1985): Theories of Job Satisfaction and Job Performance: An

Overview and Critique. Ikeja: Joja Educational Research and Publishers

Limited.

Fiedler, F.E. (1967): A Theory of Leadership Effectiveness. New York: McGraw-

Hill Press.

Fleishman, E. A. and Harris, E. F. (1969): Patterns of Leadership behaviour

Related to Employee Grevances and Turnover in Gibbs, C.A. Leadership

London: Penguin.

Hemphill, J.K. (1949): Situational Factors in Leadership. Ohio: Ohio State

University.

House, R.G., Filley A. C. and Kerr (1969): Managerial Process and

Organizational Behaviour. Glenview: Scott, Foresman and Company.

Kalejaiye, M.A. (2001): Crisis Management in Organization – A case study of

Warri Refining and Petrochemicals Company Limited; Post Graduate

Diploma in Management (PGD) Management, submitted to Postgraduate

School, University of Nigeria, Enguu Campus.

Knicker, B.T. (1961): Leadership in Action. Washinton, D. C. National Training

Laboratories.

Krech, D., Crutchfield, R. S. and Ballachey, E. I. (1962): Individual in Society;

New Jersey; McGraw-Hill.

NNPC Publications (1989): Nigerian Oil Directory: Ikeja: John West Publications

Limited.

Productivity; Vol. 37, No. 1, April-June 1996.

Rodrigues, C.A. (1988): “Identifying the Right Leader for the Right Situation”

Personnel Magazine, December.

Shartle, C.L. (1957): “Studies of Leadership by Interdisciplinary Methods” in:

Griffiths, D. E. (ed). Human Relationship in School Adminsitration, New

York: Appleton-Century Crofts, Inc.

Singh, P. and Bhandarkar, A. (1990): “Corporate Success and Transformational

leadership.” New Delhi: Wiley Eastern.

Virmani, B. R. and Guptam, S.U. (1991): “Indian Management”. New Delhi:

Vision Books.

Woycke, J. (1990): “Managing Political Modernization; Charismatic Leadership in

the developing countries.” In A.M. Jaeger and R.N. Kanungo (Eds),

Management in developing countries. London: Routledge.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 SCOPE OF THE STUDY

The central theme of this study centered on the impact of leadership styles on

the performance of public enterprises but with specific reference to selected

companies in Warri, Delta State.

The study, therefore, does not extend beyond the above and it does not cover

the entire operations of the selected companies.

Both subordinates and super-ordinates (employees) of the selected companies

were studied.

3.2 SELECTION AND COLLECTION OF DATA

The researcher utilized both primary and secondary data. The primary data were

conducted by the researcher to collect fresh and present information from the

respondents.

The secondary data came in handy mostly in our literature review where

company publications, textbooks, journals, published and unpublished materials

were heavily utilized and called from.

The primary data were mainly collected with the aid of questionnaires and

interviews. The questionnaires were administered on the staffers of the selected

companies in Warri, Delta State.

3.2.1 DESIGN AND ADMINISTRATION OF QUESTIONNAIRE

The questionnaire used in this study is just in one part, and this is administered

to the staff of the selected companies.

The questionnaire comprised both open-ended and close-ended questions. The

open-ended, otherwise called instructured questions, were meant for all

respondents to fill in their opinions while the structured or close-ended questions

had response options from which respondents chose.

There were twenty questions in th questionnaire. The language used in the

questionnaire was unambiguous, thus, making the understanding easier.

A specimen copy of the questionnaire in enclosed in the appendix.

3.2.2 THE POPULATION OF THE STUDY

In respect of this study, two strata were recognized in selecting the population of

the study and these are oil producing/marketing company and oil servicing

company. The respondents were selected based on the five departments

identified and each department has an average population of twenty and a

simple random sample of two per stratum were chosen from each stratum

amounting to ten respondents from each company.

However, for the five selected companies under study a total number of fifty (50)

respondents were selected fro the population of the study based on the random

sampling technique.

3.3 SAMPLE SIZE DETERMINATION

A stratified sampling technique was used to select with the companies and

respondents studied.

According to Agbadudu (1994: 107-108) stratified sample is usually obtained in a

case where the population is divided into heterogeneous groups called strata.

The strata are then sampled independently. That is, stratified random sampling

is sampling in which the population is divided into strata and a random sample is

taken from the elements in each stratum.

This method is employed because a more precise estimate can often be

obtained from a sample size. There are two basic methods of obtaining sample

size through stratified sampling technique, viz:

(a) Proportional Allocation: This makes the sample size in each stratum

proportional to the total number of elements in the stratum; n i is given by:\

ni = (N/N)n

where N is the population size.

(b) Optimum Allocation: This method of allocation prescribes that the sample

size in each stratum be proportional to the product of the number of elements (in

the population) in the stratum and the standard deviation of the characteristics

being measured in the stratum.

Here, ni is given by the rule:

ni = Niin

Nii Where: Ni is the size of the ith stratum n is the total sample size

i is the standard deviation.

For the purpose of this study, therefore, two strata were identified in the selection

of the companies. The two strata were the oil producing company stratum and

the oil service company stratum. Thus, Aranla Industries and Cakasa (Nig.)

Company Limited belong to the oil service company stratum while WRPC, SPDC

and ELF Marketing belong to the oil producing company stratum.

On the selection of respondents from the sample population, the five

departments identified in the companies selected were regarded as five strata –

Production, Finance, Marketing, Human Resources and Research and

Development. Generally, each department (stratum) has an average population

(N) of twenty and a simple random sample of two per stratum was chosen from

each stratum, totaling ten respondents from each company.

Therefore, for the five companies studied, a total number of (50) Fifty

respondents were selected for the study. It is our fervent hope that a thorough

study of this magnitude will provide answers that will fairly approximate the

universe or population.

3.4 OPERATIONAL MEASURES OF VARIABLES

The three null hypotheses that were formulated in chapter one were all tested.

The relationship between the dependent and independent variables in these

hypotheses were tested, using Chi-square test statistic. Details in item 3.5.

3.5 DAT ANALYSIS TECHNIQUE

Distinctive statistical tools were, in part, used in the presentation and analysis of

primary data collected. Concisely, tables, figures and percentages were used.

Also, a statistical test of association called Chi-square was used in the test of our

formulated hypotheses. Inyama and Iheagwam (1995:107) say that a test

performed in order to verify whether a hypothesis is true or false is called test of

hypothesis. The hypothesis about any population is tested by using information

obtained from a sample drawn from the population in question. If the result

obtained from the sample is in disagreement with the hypothesis being tested,

we have to reject the hypothesis, but if the sample result supports the

hypothesis, we accept it.

The Chi-square according to Agbadudu (1994:169) is denoted by X2 and is given by the formular. n

X2 = i=1(Oi – Ei)2

Ei

Where X2 is Chi-square

n

i=1 is summation or sum of Oi is observed frequency Ei is expected (average) frequency. All tests are carried out at 0.05 level of significance and (n-1) degree of freedom. 3.6 THE LIMITATIONS OF THE STUDY

This research work was limited by certain factors and some of these factors

include:

1) Inability to retrieve all the administered questionnaires from the

respondents.

2) Dearth of time to carry out in-depth survey due to time given for

submission of the project; and

3) The topic itself poses limitation, as some of the leaders of the companies

studied felt reluctant to divulge necessary and useful information on how they

lead and carry along their subordinates in the process of achieving the goals and

objectives of the organization.

REFERENCES

Agbadudu, A. B. (1994): Statistics For Business and the Social Sciences. Benin

City: Uri Publishing Ltd.

Iyama, S.C. and Iheagwam, V.A. (1985): Statistics and Probability – A Focus on

Hypothesis Testing: Owerri: Alphabet Nigeria Publishers.

CHAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

4. 0 PREAMBLE

In this chapter, the primary data gathered from the respondents from the five

companies studied – Aranla industries Nigeria Limited, cakasa (Nigeria)

Company Limited, Warri Refining and Petrochemicas Limited, Shell Petroleum

Development Company of Nigeria Limited and EI F Marketing PIC were

Presented and analyzed. These data Presentation and analysis are based on the

Finding from both structured and unstructured questionnaires administered to the

employees of the companies stated above .

This chapter comprises two section viz:

(1) Data analysis of responses

(2) Tests of formulated hypothiesis

It should be noted that question – by question analysis was avoided; rather,

related issues were analyzed.

4.1 ANALYSIS OF RESPONSR RATE

As was clearly spell out in Chapter Three Fifty questionnaires were

administered to selected companies in Warri the details of the distribution and

return rate, is contained in table 4 . 1 below.

Table 4. 1: Analysis of response Rate

Respondent Administered Retrieved Percent Lost

Aranla industries 10 8 20

CAKASA Ltd. 10 7 30

WRPC 10 8 20

SPDC 10 6 40

El f Marketing 10 9 10

TOTAL: 50 38 24

Source: Primary Data.

Table 4. 1 above clearly depicts that the Percentage of questionnaires lost

could be considered quite insignificant (240%), hence, the continuation of the

analysis with Percentage response rate by the respondents of the five (5)

companies selected.

SECTION 1

ANALYSIS OF RESPONDENTS’ RESPONSES

Democratic / Participative Leadership Style

Majority of the respondents view their bosses‟ leadership styles as being

democratic / participative.

Details below:

Table 4. 2 Democratic /Participative leadership style.

Table 4.2(i) My boss allows freedom in subordinates’ work

S/N Responses Number Per cent

1 Yes 28 74

2 No 10 26

TOTAL: 38 100


Table 4. 2 (ii) Superior officers allow team members to use their judgement

in solving problems.

S/ N Responses Number Per cent

1 Strongly Agree 02 05

2 Agree 20 53

3 Undecided 5 13

4 Disagree 07 18

5 Strongly Disagree 04 11

TOTAL: 38 100


Table 4. 2(iii) My boss allows the group a high degree of initiative.



2 Agree 23 61

3 Undecided 2 5

4 Disagree 6 16

5 Strongly Disagree 2 5

TOTAL: 38 100


Table 4.2 (iv) Leaders should urge the group to beat its previous records.


1 Always 26 68

2 Frequently 0 0

3 Occasionally 12 32

4 Seldom 0 0

5 Never 0 0

TOTAL: 38 100

Source: primary Data.

Table 4.2 (i- iv) above clearly indicate that the respondents‟ leaders in the five

selected companies studied showed traces of democratic / participative leaders.

For instance, 4.2(i) shows that 74 per cent of the respondents (majority) opined

that their leaders allow freedom in subordinate‟ work. Also, Table 4.2(ii) indicates

58 per cent of the sample population agreed that superior officers allow team

members to use their judgement in solving problems. Further,74 per cent of the

respondents in Table 4.2(iii) said that their boss allow the group a high degree of

initiative, and finally, Table 4.2(iv) depicts that 68 per cent of the respondents

were of the strong view that their leaders usually urge them to beat previous

records, that is, their leaders motivate them to improve on the records already

set.

The summary of the analysis is that a participative / democratic leader carries his

subordinates along in the task of realizing the goals already set for the team.

Autocratic / authoritarian leadership style

The data gathered equally revealed that there were some leaders that display

authoritarian tendencies. Details below:

Table 4.3(i) Superior offices are reluctant to allow the members of any freedom of

action.


1 Always 0 0

2 Frequently 30 79

3 Occasionally 6 16

4 Seldom 2 5

5 Never 0 0

TOTAL: 38 100


Table 4.3(ii) A leader decides what should be done and how it should be done.

S /N Responses Number Per cent

1 Always 0 0

2 Frequently 20 53

3 Occasionally 0 0

4 Seldom 10 26

5 Never 8 21

Total: 38 100


Table 4.3(iii) My boss acts with out consulting the group.


1 Yes 28 74

2 No 10 26

TOTAL: 38 100


The tables above clearly show that some leaders possess dictatorial tendencies.

For instance, Table 4.3(i) indicates that 79 per cent of the leaders in companies

under – studied are reluctant of the leaders occasionally and seldom allow

members of any freedom of action, respectively.

Table 4.3(ii) said that 53 per cent of the leaders decide what should be done and

how it should be done, while 26 per cent and 21 per cent indicate that leaders

seldom and never decide what should be done and how it should be

done respectively.

Finally, Table 4.3(iii) depicts that 74 per cent of the leaders studied act without

consulting the group.

Idiographic Leadership Style

An idiographic leader is a leader that lays much emphasis on the realization of

individual goals within an organization.

Some of the respondents studied perceived their leaders as being idiographic.

Details below:

Table 4.4 Idiographic leadership style: a leader let some members have

authority, which he could keep.


1 Yes 30 79

2 No 8 21

TOTAL: 38 100


Table 4.4 indicates that 79 per cent of the employees opined that their leaders let

some members of the group have authority, which they could keep.

However, the remaining 21 per cent objected the assertion.

Nomothetic Leadership Style

A nomothetic leader lays much emphasis on the attainment of organizational

goals and objectives at the expense of individual goals.

Some of the respondents their leaders as being nomothetic. Details below:

Table 4.5 Nomothetic leadership style: my bos insists that group members follow

standard rules and regulations.

S / N Responses Number Per cent


3 Undecided 6 16

4 Disagree 3 08

5 Strong Disagree 4 11

TOTAL: 38 100


It is crystal clear from above that majority of the employees strongly agreed and

agree that their bosses usually insist that group members follow standard rules

and regulations of their organizations (65 per cent). However, 16 per cent of

them were undecided while a total number of 19 per cent of the employees

disagree and strongly disagreed with the notion tat their bosses insist that

members follow standard rules and regulations.

Good Leadership Style leads to effective performance of organization

Majority of the respondents opined that all things being equal, good leadership

style often leads to effective performance of the organization. Details below:

Table 4.6 Good leadership style leads to effective performance of organization.

S / N Responses Number Per cent

1 Yes 27 71

2 No 11 29

TOTAL: 38 100


One can deduce from the table above that 71 per cent of the respondents

affirmed that good leadership style adopted by a manager / leader can lead to

effective and efficient performance of an organization.

Laissez faire Leadership Style

The data gathered show that some leaders are carefree whenever it comes to

the issue of decision – marking in the organization. Details below:

Table 4.7 Laissez-faire leadership style: my boss allows every group member to

take vital decision.

S/N Responses Number Percent


2 Agree 15 40

3 Undecided 2 5

4 Disagree 5 13

5 Strongly disagree 6 16

Total 38 100

Source: Primary Data

Table 4.7 above indicates that 66 per cent of the employees surveyed strongly

agreed and agree respectively that their leaders allow every group member to

take vital decisions concerning the operational activities of their various

organizations. On the other hand, 29 per cent were of the view that their bosses

do not allow every group member to take vital decisions while 5 per cent of them

were undecided on the issue.

Situational Leadership style leads to the quick attainment of organizational goals

and objectives

Majority of the respondents said that situational leadership style quickly leads to

the realization of organizational goals and objectives. Details below:

Table 4.8 Situational leadership style often attains quickly the set goals and

objectives of the organization.



2 Agree 21 55

3 Undecided 5 13

4 Disagree 6 16

5 Strongly disagree 6 16

Total 38 100


As can be seen above, 55 per cent of the subordinates sampled agreed that the

variability of their leaders‟ style of influencing their behaviour often leads to the

quick attainment or achievement of their companies set goals and objectives.

However, 32 per cent of them did not agree while 13 per cent were undecided.

Influence of Leaders‟ Behavioural Pattern on Subordinates‟ Job Performance and

Satisfaction

Respondents have varied views on the influence of a leader‟s behaviour on

subordinates job performance and satisfaction. Details below:

Table 4.9 Influence of leader‟s behavioural pattern on subordinates job

performance and satisfaction: y boss behavioural pattern atimes affects my job

performance and satisfaction.



2 Agree 18 47.38

3 Undecided 10 26.31

4 Disagree 10 26.31

5. Strongly Disagree 0 0

Total 38 100


Table 4.9 simple depicts that majority of the employees studied agreed that their

bosses‟ behavioural patterns have at one time or the other influenced their job

performance and satisfaction (47:38%).

However, 26.31% of them felt that their leaders‟ behaviour had not influenced

their job performance and satisfaction while 26.31% were undecided on the

impact of their leaders‟ behavioural patterns on their job performance and

satisfaction.

SECTION II

TEST HYPOTHESES

Three hypotheses were put forth at the beginning of this research work for tests.

They are tested here using Chi-square test statistic (measuring the relationship

between both dependent and independent variables), at 0.05 level of significance

and (n-1) degree of freedom.

HYPOTHESIS 1

HO1: Leadership style of management does not have any significant relationship

with the positive performance of organization.

HAI: Leadership style of management has a significant relationship with the

positive performance of organization.

We test this first hypothesis, using the responses from the employees of the five

companies surveyed.

To be specific, table 4.6 is used here thus:

Table 4.10 ; Determination of Chi-square values

S/N Responses Number (Oi) Average (Ei) Oi – Ei (Oi – Ei)2

1 Yes 27 19 8 64

2 No 11 19 -8 64

38 0 128

Substituting in Chi-square formulae, we have:

n

X2 = i=1 (Oi – Ei)2

Ei

= 128 19 = 6.74 From the Chi-square table, at 0.05 level of significance, and (2-1) = 1 degree of

freedom, we have the value of 3.84.

Decision: Since the calculated Chi-square value of 6.74 is greater than the

tabulated Chi-square value of 3.84, and based on the decision rule criterion, we

reject the null hypothesis and accept the alternative, at our chosen level of

significance.

Interpretation/Conclusion: Based on the result of the tested hypothesis, the

leadership style of management has a significant relationship with the positive

performance of organization.

HYPOTHESIS 2

HO2: Leader‟s behaviour in organization does not affect subordinates‟ job


HA2: Leader‟s behaviour in organization affects subordinates‟ job performance

and satisfaction.

We set this second hypothesis using the responses from the employees of the

five companies surveyed.


Table 4.11: Determination of Chi-square values


1 Strongly Agree 0 7.60 -7.60 57.76

2 Agree 18 7.60 10.40 108.16

3 Undecided 10 7.60 2.40 5.76

4 Disagree 10 7.60 2.40 5.76

5 Strongly Disagree 0 7.60 -7.60 57.76

38 0 235.20



reject the null hypothesis and accept the alternative, at our chosen level of

significance.

Interpretation/Conclusion: Based on the result of the tested hypothesis, the

leadership style of management has a significant relationship with the positive

performance of organization.

HYPOTHESIS 2

HO2: Leader‟s behaviour in organization does not affect subordinates‟ job


HA2: Leader‟s behaviour in organization affects subordinates‟ job performance

and satisfaction.

We set this second hypothesis using the responses from the employees of the

five companies surveyed.




1 Strongly Agree 0 7.60 -7.60 57.76

2 Agree 18 7.60 10.40 108.16

3 Undecided 10 7.60 2.40 5.76

4 Disagree 10 7.60 2.40 5.76


38 0 235.20


n

X2 = i=I (Oi – Ei)2 Ei = 235.20 7.60 = 30.95 From the Chi-square table, at 0.05 level of significance, and (5-1) = degree of




reject the null hypothesis and accept the alternative ones, at our chosen level of

significance.

HYPOTHESIS 3

HO3: Situational leadership style does not have any significant relationship with

the attainment of organizational goals and objectives.

HA3: Situational leadership style has a significant relationship with the

attainment of organizational goals and objectives.

We test this third hypothesis, using responses from the employees of the five

companies surveyed.

To be specific, table 4.8 used here thus:



1 Strongly Agree 0 7.60 -7.60 57.76

2 Agree 21 7.60 13.40 179.56

3 Undecided 5 7.60 -2.60 6.76

4 Disagree 6 7.60 -1.60 2.56


38 0 249.20


n

X2 = i=I (Oi – Ei)2 Ei = 249.20 7.60 = 32.79

From the Chi-square table, at 0.05 level of significance, and (5-1) = 4 degree of




reject the null hypothesis and accept the alternative one, at our chosen level of

significance.

Interpretation/Conclusion: Based on the result of the tested hypothesis,

situational leadership style has a significant relationship with the attainment of

organizational goals and objectives.

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 SUMMARY OF MAJOR FINDINGS

This study sought to examine critically the impact of various leadership styles on

subordinates‟ performances in public enterprises. The consequent findings were

itemized and discussed here:

1) Democratic/Participative Leadership Style.

2) Authoritarian Leadership style.

3) Idiographic Leadership Style.

4) Nomothetic Leadership Style.

5) Good leadership style often leads to effective performance of organization.

6) Laissez-faire Leadership style.

7) Situational leadership style leads to the quick attainment of organizational

goals and objectives.

8) Influence of leader‟s behavioural pattern on subordinates‟ job performance

and satisfaction.

9) Results of tested hypothesis.

One of the major findings from the gathered data indicates that some leaders are

democratic in the way and manner their organizations are run. These leaders

usually involve their subordinates in the basic principles of management of

planning, organizing, coordinating, controlling, budgeting, reporting etc. They

ensure group cohesion and carry their workers along thus, bridging

communication problem.

It was found out that as some leaders are democratic in decision-making

process, others are authoritarian. These authoritarian leaders do not believe in

teamwork, they often dictate the pace and coerce their subordinates to work

(McGregor Douglas).

Another finding indicates that there are leaders that have Idiographic traits.

These are ones that lay much emphasis on the attainment of individual goals or

efforts within an organization. All their tasks is usually based on the

improvement of their workers goals.

Interestingly, as we have Idiographic leaders, so do we have Nomothetic leaders

too. These Nomothetic leaders believe in the attainment of organizational goals

at all cost. All their energies are directed towards the realization of their

organizational mission, vision, goals and objectives.

It was also found out that good leadership leads to the effective performance of

organization.

Another finding shows that there are some leaders that adopt carefree attitude in

leading their group members. These leaders throw open decision-making

process to every team member.

Further, it was observed that situational leadership style often leads to prompt

and quick realization of organizational goals and objectives.

It was discovered that leaders behavioural pattern has a significant impact on

subordinates‟ job satisfaction and performance towards the achievement of

organizational set goals.

RESULTS OF TESTED HYPOTHESES

The invalidity of the three tested hypotheses was proved. Based on the

responses of the respondents, all the three null hypotheses were showed that

their alternative ones were accepted, that is,

(i) Leadership style of management has a significant relationship with the

positive performance of organization;

(ii) Leader‟s behaviour in organization affects subordinates‟ job performance

and satisfaction; and

(iii) Situational leadership style has a significant relationship with the

attainment of organizational goals and objectives.

5.2 CONCLUSION

Having examined various leadership style impact on subordinates‟ performance

in public enterprises, it could be concluded that various leadership styles exist to

influence workers behaviour towards the attainment of the company‟s vision,

mission, purpose, goals and objectives.

Generally, Fiedler‟s contingency theory of leadership style often comes out the

most ideal leadership behaviour. This simply denotes that the type of leadership

style to be adopted should be dependent on the situation. If the situation or

condition calls for a leader to be authoritarian, he should do so; if it calls for

participation, he should not hesitate to do so; and if the situation calls for

nomothetic or idiographic, as Stogdill (1963) puts it, he should do so.

Conclusively, good leadership style goes a long way to promote quick

achievement of organizational goals and objectives.

5.3 RECOMMENDATIONS

One of the objectives of this research work is to make appropriate

recommendations to the management of the companies understudied. Based on

the findings of this study, it becomes imperative, therefore, to make the following

recommendations.

(1) First and foremost, management should work towards the

institutionalization of ethics in the company. The ethical code of behaviour

should be the staffers watchword.

(2) Management should vote more funds into training and development

programmes of staff. Workers climbing the ladder to managerial positions should

be sent on development programmes such as supervisory course, management

courses, etc, with a view to acquainting them with various managerial leadership

styles and their impact on employees.

(3) Management consultants in conjunction with the center for Management

Development (MD) and Industrial Training Fund (ITF) should be called in to

provide in-plant or no-the-job training programme to update managerial

responsibilities to staff.

(4) Finally, efforts should be made by various management to improve on the

welfare programme of their workers, with the overall objective to improve their

productivity and boost their morale thus leading to job satisfaction.

5.4 SUGGESTION FOR FURTHER STUDIES

This study only concentrates on the identification of leadership style and its

impact on subordinates job performance in the overall realization of

organizational goals and objectives in public enterprises in Warri and environs.

Further research may focus attention on “Leadership role and productivity in

organization”, “Leadership role and job satisfaction” etc.

BIBLIOGRAPHY

Adesina, S. (1981): Some aspects of School Management. Ibadan: Board Publications Ltd. Agbadudu, A. B. (1994), Statistics for Business and the Social sciences, Benin City, Uri Publishing Ltd. Albanese, R. (1978): Managing Towards Accountability For Performance: Homewood Illinois: Richard D. Irwin, Inc.

Argris C., (1957) Personality and organization – The conflict between system and individuals, New York, Harper and Row Ltd. Cribbin, J. (1972): Effective Managerial Leadership. New York: American Management Association, Inc.

Ejiogu, A.M. (1985): Theories of Job Satisfaction and Job Performance: An Overview and Critique. Ikeja: Joja Educational Research and Publishers Ltd. Fiedler, F.E. (1967): A Theory of Leadership Effectiveness. New York: McGraw- Hill Press. Fleishman, E. A. and Harris, E. F. (1969): Patterns of Leadership behaviour Related to Employee Grevances and Turnover in Gibbs, C.A. Leadership London: Penguin Inc. Hemphill, J.K. (1949): Situational Factors in Leadership. Ohio: Ohio State University Press.

House, R.G., Filley A. C. and Kerr (1969): Managerial Process and Organizational Behaviour. Glenview: Scott, Foresman and Company. Iyama S. C. and Iheagwam V. A. (1985) Statistics and probability – A Focus on Hypothesis Testing, Owerri, Alphabet Nigeria Publishers. Knicker, B.T. (1961): Leadership in Action. Washington, D. C. National Training Lab. Krech, D., Crutchfield, R. S. and Ballachey, E. I. (1962): Individual in Society; New Jersey; McGraw-Hill Inc.

NNPC Publications (1989): Nigerian Oil Directory: Ikeja: John West Publications Ltd.

Rodrigues, C.A. (1988): “Identifying the Right Leader for the Right Situation” Personnel Magazine, Dec.

Shartle, C.L. (1957): “Studies of Leadership by Interdisciplinary Methods” in: Griffiths, D. E. (ed). Human Relationship in School Administration, New York: Appleton-Century Crofts, Inc. Singh, P. and Bhandarkar, A. (1990): “Corporate Success and Transformational leadership.” New Delhi: Wiley Eastern. Virmani, B. R. and Guptam, S.U. (1991): “Indian Management”. New Delhi: Vision Books. Woycke, J. (1990): “Management in Developing Countries London; Route ledge.

Department of Management, Faculty of Business Administration, University of Nigeria, Enugu Campus. Dear Sir/Madam,

INTERVIEW / QUESTIONNAIRE

I am a post-graduate student of the department of management, faculty of business administration university of Nigeria, Enugu Campus. I am conducing a research on “the impact of leadership style on the performance of public enterprises: A case study of selected companies in Warri, Delta State”. The research is purely an academic exercise in partial fulfillment for the award of the degree of master in Business Administration (MBA) in Management. Please contribute to the research project by answering the questions attached. Please note tick ( √) on the appropriate answer in the boxes provided and

complete the blank spaces where necessary. I will greatly appreciate your contribution, response and co-operation towards actualization this research work. Yours faitfully, Olarenywaju Stephen Oke

SECTION A

RESEARCH QUESTIONNAIRE

Kindly, complete the following questions frankly.

1. Name of Organization ………………………………………………………

2. Industrial sector, oil & gas manufacturing Finance

3. Rank and Position……………………………………………………………..

4. Years of Experience……………………………………………………………

5. Aptest Academic Qualification………………………………………………..

6. Training Received ………………………………………………………………

7. Male Female

SECTION B

1. Does your boss allows freedom in subordinate‟s work?

Yes No

2. Does superior officers allows teem member to use their judgment in

solving problems?

Strongly Agree, Agree, Undecided

Disagree, Strongly disagree

3. Does your Boss allows the group a high degree of initation?



4. How often do Leaders urge the group to beat its prevision records

Always, Frequently Occasionally

Seldom Never

5. How often are superior officers reluctant to allows the members of any

freedom of action?


Seldom Never

6. Does a leader in your organization determines what should be done and

how it should done?


Seldom Never

7. Does your Boss act without codifying the group?

Yes No

8. Does your Boss delegate Authority?

Yes No

9. Does your boss insist on groups members following standard rules and

regulations?



10. Does good leadership style lead to effective performance of the

organization?

Yes No

11. Does your boss allow every group member to take vital decision?



12. Do you attain set goals and objectives of the organization quickly?



13. Does your bosses behavioral pattern affect your job performance and

satisfaction?



Date post:	14-Apr-2018
Category:	Documents
Upload:	vucong
View:	215 times
Download:	2 times

OKE STEPHEN OLARENWAJU PERFORMANCE OF … STEPHEN.pdf · the impact of leadership style on the...

Documents